We look at how your IT department is organised and redesign it so that it can carry the work the company actually asks of it.

An IT department almost always grows by accretion: a person is added when the workload becomes unsustainable, a tool is adopted when it is needed, an activity is absorbed because nobody else takes it on. After a few years the resulting organisation is not the one somebody designed, but the one that settled into place.

Our work starts from an honest picture: who does what, which activities really absorb time, where the single points of dependency on one person are concentrated, which skills are missing and which are duplicated. No IT organisation can be assessed on the basis of its declared org chart.

From there we redesign roles, responsibilities and controls: what to keep in-house because it is strategic, what to entrust to the outside because it is repetitive, what to stop doing. We define who decides, who operates and who checks, and with which measures to verify that the department is genuinely carrying the load.

The outcome we care about is not a reorganisation document, but a department where the company’s requests meet a predictable response and where absences do not bring work to a halt.